The purpose of this study is an exploration of the Army's promotion of competence in its officers. This was done by a review of Army doctrine and other writings on the Profession of Arms and leadership development and training. Also, a group of senior officers from lieutenant colonels through general officers were interviewed and a group of majors from CGSOC were surveyed to gain insights from experienced officers on the topic of officer competence. Primary results showed an overall emphasis on competence in both the Army as an institution and in Army culture. However, three areas for improvement were also identified. The Army system for counseling, coaching and mentoring needs a major overhaul as its effectiveness in promoting competence and restricting incompetence is poor. Additionally, there is dissent on the inclusion of ethical behavior in the definition of competence, and interpersonal skills are also sidelined or undervalued as an attribute or competency. Further studies on underlying cultural influences on the use of the existing systems of leader development are recommended.

Approved for public release; distribution is unlimited. The opinions and conclusions expressed herein are those of the student-authors and do not necessarily represent the views of the U.S. Army Command and General Staff College or any other governmental agency. (References to these studies should include the foregoing statement.)